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Why Tailored Agile Transformation Solutions Are More Effective, Less Expensive and Less Risky

November 8, 2016 — Posted by Al Shalloway

Our contention and experience is that solutions tailored to an organization’s current situation, challenges, and culture can be more effective and less costly than predefined ones that are applied out of the box. While there are risks to the former, these can be avoided. The different set of risks to taking predefined solutions, ironically, can only be avoided by tailoring them. This article discusses the values and risks of both approaches and how to get the benefits of both.

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Is QA Seen as an Impediment in Your Organization? 

November 3, 2016 — Posted by Maurizio Mancini

Is QA (aka QC) seen as an impediment in your organization? If you answered yes to this question, then chances are your organization is in one of two camps:

1) QA is really an impediment

or

2) QA is actually ensuring that your organization is releasing quality software.

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Bad Habits and Lean-Agile Transformation

November 3, 2016 — Posted by Guy Beaver

We like patterns at Net Objectives and in software architecture, we view them as solutions to reoccurring problems.  Habits are patterns too—behavior patterns that are practiced in response to some context, process, or event and these can become ingrained and involuntary in organizations that follow process (which is most organizations).

Example organizational habits might be:

Enterprise:

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The Problem of Management

October 27, 2016 — Posted by Marc Danziger

For a living, I advise and train technologists on how to deliver better - better systems, with better quality, better business value, better timeliness and predictability. I teach and coach lean-agile practices and patterns, and I know that they work. But I'm wondering if I'm - we're all - doing it wrong.

I'm at a conference with a bunch of people who do what I do, and what I'm hearing - over and over again - is that we're having success... to a point.

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Technical Debt Is a Systemic Problem, Not a Personal Failing

October 21, 2016 — Posted by Tom Grant
One of the underlying themes of the work we do at Net Objectives is, Agile by itself is not enough. Agile needs something that connects the transformation of the team to the activities and concerns of the larger organization. Nowhere is that more clear than technical debt. You need to nestle Agile within a larger operational approach, such as Lean, to deal effectively with a problem like technical debt.
 

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Blog Authors

Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
Business and Strategy Development, DevOps, Lean Implementation, Agile, Lean, Kanban, Scrum
Jim Trott
Business and Strategy Development, Analysis and Design Methods, Change Management, Knowledge Management, Lean Implementation, Team Agility, Transitioning to Agile, Workflow, Technical Writing, Certifications, Coaching, Mentoring, Online Training, Professional Development, Agile, Lean-Agile, SAFe, Kanban
Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
Business and Strategy Development, Change Management, Team Agility, Online Communities, Promotional Initiatives, Sales and Marketing Collateral
Max Guernsey
Analysis and Design Methods, Planning/Estimation, Database Agility, Design Patterns, TDD, TDD Databases, ATDD, Lean-Agile, Scrum
Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban